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Make informed, appropriate, and defensible data-based Business and People decisions using insights gained from the statistical analysis of your business data – which will give you a clear view of exactly what’s happening in your organisation and in the local market.

Strategic Workforce Planning

Business and People Analytics

Data-mining your company’s information, in conjunction with the information housed in our database, gives us the ability to use quantitative benchmarks to answer your issues relating to staffing, structures, and strategic workforce planning.

Providing data intelligence and implementing Analytics and Artificial Intelligence (AI) in HR departments can empower organisations to manage human capital more effectively and efficiently, creating happier environments by improving the way talent is identified, recruited, developed, promoted, engaged and retained. Our services include:

21st Century provides predictive models to enhance insight and HR decision-making, as well as reducing human capital risk.

  • turnover is reduced by pro-actively identifying flight risk,
  • employee performance is enhanced by identifying trends and gaining insight into which employees will perform better in certain roles,
  • hiring processes are improved by identifying top performers faster,
  • organisations can maximise resources dedicated to their people by predicting behaviour based on analytics.

Many companies still struggle with cumbersome manual import/export Excel-based reporting. People data is siloed in various systems and do not move freely within or between HR functions. 21st Century Analytics can help clients automate their HR Reporting, saving resources and reducing the risk of human error.

At 21st Century Analytics we immerse ourselves in our client’s HR operations, understanding their processes and systems. Together, we develop HR Technology and HR Data strategies that help companies digitise, automate and integrate their HR processes.

Workforce Planning

All problems are not equal, and the traditional, most frequently used analysis techniques such as averages, medians, ratios and percentage changes are not always appropriate for use.

The higher-order statistical techniques and historical data (outlined below) provide deeper insights into the past, and powerful predictions of future outcomes, providing management with the necessary information to drive informed, data-driven decision-making processes.

Q: “What performance score could you expect from an employee with a post-graduate degree, who operates at management level and has been with your organisation for 10 years?”

Q:What is the probability of a particular profile of employee leaving the organisation within their first 2 years?

“Does tenure or qualification have the largest impact on an employee’s ability to be productive within your organisation?”

Q:Is there statistical evidence to suggest that last year’s lower revenue figures had a negative impact on staff morale?

Q: Out of the possible courses of action, which one statistically has the best outcome for our organisation?

Q: “We suspect that 10 elements drive a particular outcome such as the return on investment of training programs within our organisation.

Is this statistically accurate or are there actually only 4 key drivers and the other 6 are coincidental?

How Strategic Workforce Planning generates Measurable Economic Performance

Powerful diagnostic tools are used to analyse client issues, providing you with quantifiable, accurate, targeted recommendations to optimise, streamline, and balance your workforce in the present and the future, gearing it for future change.

The Present:
The analysis of workload, productivity and cost, identifies the roles and capabilities that are currently critical to building your strategic capabilities, delivering your strategy, and optimising economic performance.

The Future:
Powerful scenario-planning tools help close the gaps between the workforce you have currently, and the workforce you will need in order to succeed in the future.

Workforce Planning - 5 Rs

The Five R’s of Strategic Workforce Planning:

  1. Right Size: Ensuring that the right number of people are in the right roles, and spending the right amount of time (utilisation) achieving given outcomes (productivity).
  2. Right Shape: Ensuring the right balance – admin to professionals, juniors/seniors, experience mix – by identifying duplication and inefficiency.
  3. Right Location: Ensuring that capable staff resources are available in the right location for both current and future workforce load.
  4. Right Skills: Assessing what competencies and skills will be needed to meet future goals (Gap analysis).
  5. Right Cost: Analysing Reward strategy and current and future salary levels/pay bands, and allowance structures.

Contact us

Please contact us regarding any workforce planning or business and people-related analytics needs, and we will get back to you as soon as possible.

Workforce Benchmark Analytics

We can supply you with informed industry analysis related to workforce data. This includes analysis of:

Tests the ratio of a Job Family (e.g., engineering) against the market

Q: “How do our staffing levels of departments within divisions compare with the industry? Some departments complain that they’re short-staffed.”

Examines grade point averages per company area

Q: “Where are we overpaying in our company? We’re losing a lot of people at certain levels and feel overstaffed in other levels.”

Q: “How do our support functions, operation functions and core functions compare to each other in terms of grade point allocations – and how do they compare to industry?”

Shows the percentage of grades at all levels against industry benchmarks

Q: “How do our management grade levels compare with the industry levels? Are we too top-heavy?”

Q: “Which grade levels are over-represented … and which are under-represented? Can we see the breakdown per divisions and per department?”

Examines operational versus support staff ratios

Q: “What’s our ratio of core versus support staff? How does it compare to industry?”

Q: “What’s our ratio of HR or Finance staff? How does it compare to industry?”

Examines the ‘shape’ of grades across a company and its consequences

Q: “Where are the grade bottlenecks in our company?”

Q: “What’s the shape of our grades across the company? And how does it compare to industry?”

Examines team spans versus benchmarks – both established norms and industry norms

Q: “Which teams have the smallest ratios, and which teams have the largest ratios?”

Q: “How many management levels do I have versus the industry?”

Q: “What is the span of control of my teams in Operations versus industry ratios?”

Shows career/succession gaps across divisions /departments – utilising grades as gap indicators

Q: “Where do career gaps appear, company-wide? And across divisions and departments?

Q: “Where are the gaps largest?”

Q: “Is there a logical progression between levels? I think some of the promotional moves may be a step too far”

Examines payroll costs as a percentage across levels and job families

Q: “Which departments or divisions have the highest cost against industry? Which ones have the lowest?”

Q: “Can we see how our payroll costs for specific divisions (and departments within divisions) compare to the industry?

Workforce Benchmark Data

We provide benchmark data to industries in terms of:

  • structure
  • productivity
  • staffing
  • payroll effectiveness

Sub-Saharan Africa and Middle East Services

21st Century offers full-spectrum Human Capital services to sub-Saharan Africa and Middle East clients.

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Loss of Earnings Expertise

We provide earnings data to the medico-legal industries:

  • Loss of earnings analysis & assessments,
  • Loss of earnings reporting (quantification/ actuarial/expert witness),
  • Earnings analysis software,
  • Earnings capacity and labour market training


Our business rests on commitment to confidentiality of data. Thus under no circumstances would any individual information or any company-specific information be disclosed to any other participant.

Data Integrity

Over many years, we have collected local HR data from thousands of Southern African organisations. We are proud of the quality of our data, and the integrity and security of our database.

Our data analysts are specialists in their fields, and collectively they have backgrounds in economics, business, econometrics, finance and statistics.